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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Current Reality Tree |  Systems Thinking Leverage Points |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-3 h | 2-6 h | Half day | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Current Reality Tree, Core Problems, Intervention Ideas | Leverage Map, Action Strategy | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | StrategyAnalysisPlanning | Systems thinkingRoot causeConstraintsCausality | Systems thinkingChangeStrategy | FeedbackSystems thinkingCausalityDynamics |